While demand for resources exists in all organisations, there is often a greater urgency to find candidates who can hit the ground running in the smaller firms. Let’s look at two scenarios. Arman is entrusted with filling the vacancy of operations head urgently. He works for a small tech organisation with less than 100 employees. He knows that if he doesn’t hire the operations manager fast, work will become unmanageable amidst strict deadlines. He also knows that extensive training periods may not be feasible due to the limited budget he has at his disposal.
Vijay, on the other hand, works in the recruitment team of a well-known tech firm with more than 2,000 employees. He has to hire a team for a new, prestigious and lucrative project that has come the firm’s way. Though he too would like to spend as little time on training as possible, he knows the client is a stickler for quality. He cannot risk using ill-trained staff. However, he already has a large team of techies and knows he can probably rely on a few of them to train the new hires thoroughly before putting them on the project. He also has the budget to engage a trainer for a few days to further strengthen the team’s expertise.
How will Arman and Vijay handle their hiring needs and processes?
Careful assessment: Given the urgency, Armaan’s recruitment process will focus on identifying candidates who possess the necessary skills and experience to immediately contribute to the organisation. It is crucial for him to carefully assess the candidates’ capabilities through interviews, assessments and evaluations. Vijay, on the other hand, can even consider freshers with high potential because he can get them trained by experts.
Employer brand: To attract top talent, Arman from the smaller organisation should also pay attention to the employer brand and value proposition. Communicating the unique aspects of the organisation and its culture to external candidates is essential. Vijay’s company already has a well-established brand name. Attracting talent may not be that big a challenge for him because the brand name takes care of it partly.
Technology: The candidate experience throughout the recruitment process should be streamlined and user friendly, not just for small organisations but also large ones. Technology can play a significant role in simplifying application procedures and reducing processing time. The goal for both Armaan and Vijay should be to ensure that candidates can easily complete the application and provide the necessary information within a reasonable timeframe.
Screening: The screening and filtering process should be efficient and effective, allowing small organisations to identify the best candidates from a pool of applicants. Recruitment screening processes can vary between small businesses and large corporations due to several factors. Here are some key differences in Armaan’s and Vijay’s screening processes and the reasons behind the same:
- Scale and resources — Large corporations often have dedicated HR teams or departments that handle recruitment, whereas small businesses may have limited HR resources or rely on hiring managers to handle the process. This can impact the depth and complexity of the screening methods used.
- Applicant pool size— Large corporations typically attract a larger number of applicants due to their brand recognition and wider reach. As a result, they may employ automated applicant tracking systems (ATS) or software to filter and manage high volumes of resumes. In contrast, small businesses may receive a smaller applicant pool, allowing for more personalised and hands-on screening.
Arjun Singh, CHRO, Dixon Technologies, says recruitment screening is an important aspect for small organisations and startups to focus on.
Singh asserts that, initially, creating a large pool of candidates is crucial. According to him, “Small organisations should also invest time and effort in building a diverse talent pool. This can involve reaching out to inactive candidates, individuals who have left the job market, or even retired professionals. Next, screening candidates effectively is vital. Large organisations often prioritise identifying the cultural fit and competencies required for success in their environment. This understanding of the organisation’s cultural fabric is essential for small organisations too. By defining the cultural DNA or competencies needed for success, small organisations can screen candidates more effectively.”
- Specialisation vs versatility — Large corporations often have specialised roles and departments, leading to more specific job requirements. Consequently, their screening processes may focus heavily on technical skills, qualifications and experience tailored to those specific roles. Small businesses, on the other hand, may seek versatile candidates who can handle multiple responsibilities, and their screening may emphasise a broader range of skills and adaptability.
“Small organisations should also invest time and effort in building a diverse talent pool. Large organisations often prioritise identifying the cultural fit and competencies required for success in their environment. This understanding of the organisation’s cultural fabric is essential for small organisations too”
Arjun Singh, CHRO, Dixon Technologies
- Cultural fit & company values — Both small businesses and large corporations value cultural fit, but the emphasis may differ. Large corporations may have well-defined organisational cultures and values that they prioritise during the screening process. They may assess candidates’ alignment with the company’s mission, vision and values to ensure a cultural fit. Small businesses may also value cultural fit, but the focus may be more on assessing how well a candidate can adapt to the existing team and work environment.
- Flexibility and agility — Small businesses often require agility and the ability to adapt quickly to changing needs. Therefore, their screening processes may prioritise candidates who demonstrate flexibility, problem-solving skills and a proactive mindset. Large corporations may have more established structures and processes, allowing them to focus on specialised skills and experience within defined job roles.
- Time & efficiency — Large corporations often have more time and resources to invest in a thorough screening process, including multiple rounds of interviews, assessments and background checks. Small businesses, with limited resources and urgent hiring needs, may adopt more streamlined and efficient screening methods to expedite the hiring process.
While these differences exist, it’s important to note that there can be overlap and variation across different organisations, regardless of size. The specific screening methods and processes used will depend on the unique needs, goals and resources of each business.
“The partnership between HR and the business ensures that the right talent is identified and hired. The recruitment team must diligently establish effective processes, while the business stakeholders should provide input on the parameters and requirements for selecting candidates”
Jacob Jacob, GCHRO, Malabar Gold
Psychometric evaluations: Singh further adds that incorporating assessments and psychometric evaluations can provide valuable insights into candidates’ suitability. Successful organisations, whether small or large, often publish guidelines for evaluating candidates on various behavioural parameters, enabling recruiters to make informed decisions. Small organisations can benefit from implementing multi-level assessments to identify candidates who align with both the culture and technical requirements.
Jacob Jacob, GCHRO, Malabar Gold, emphasises that recruitment and talent acquisition processes are critical for both large organisations and small. However, the impact of making the right hiring decisions is magnified for smaller organisations. A single misstep in the recruitment process can have far-reaching implications for the performance of the entire organisation. Therefore, it is essential for small organisations to establish robust processes to ensure they attract and select the right talent.
HR & business partnership: Jacob points out that one key aspect is the collaboration between the recruitment team and the business. “The partnership between HR and the business ensures that the right talent is identified and hired. The recruitment team must diligently establish effective processes, while the business stakeholders should provide input on the parameters and requirements for selecting candidates. This collaboration helps align talent acquisition with the organisation’s goals and ensures that new hires can quickly contribute to the company’s success,” opines Jacob.
